Faculty Advisor

Dr. Leila Halawi

Document Type


Submitting Campus

WW Campus for Central & South America

Publication/Presentation Date



This study analyzes the effectiveness of management of flight crewmembers’ careers based entirely on seniority. The research evaluated if it is possible, through the exclusive use of seniority criteria, to recognize and compensate high-performance crewmembers. Although the seniority model indeed creates stability and predictability for managers and crew members, the employee's performance is not considered in career development, failing to recognize and reward good performance. The statistical analysis showed that the seniority does not have direct relationship with the performance of the crew member. Results also showed that crew who were promoted in seniority criteria, would not have been selected for promotions if the criterion of evaluation was performance-driven. To establish a system structured and clear of bias, this study recommends the development of a policy that ensures a consistent, impartial and detailed process to measure, analyze, monitor performance and make decisions based on structured KPIs closely tied to company' strategic objectives, introducing a meritocracy model based on both seniority and performance, and designing a phased-in approach with different weight among the years. By acknowledging high performers, the companies tend to maximize their results and generate a win-win relationship between company, crew, and customer.


Embry-Riddle Aeronautical University


Sao Paulo, Brazil